competitive-deal-prep

Compare original and translation side by side

🇺🇸

Original

English

🇨🇳

Translation

Chinese

Competitive Deal Prep

竞争性交易筹备

Mission

核心任务

Get an account team ready for the next meeting on one competitive deal without inventing what the buyer wants, what the competitor has, or how the deal will go.

The output is preparation, not a close plan. It says where the deal stands, who is really in it, what the buyer has actually said matters, what the next meeting has to establish, which proof fits, and where the team is exposed - each line traceable to a call, a record, a market source, or labeled as an assumption.

让客户团队为单笔竞争交易的下次会议做好准备，不臆造买方需求、竞争对手能力或交易走向。

输出内容为筹备方案，而非成单计划。需明确交易当前状态、实际参与竞争的主体、买方明确提及的关键考量、下次会议必须确认的内容、适配的佐证材料，以及团队的风险敞口——每一项内容都可追溯至通话记录、系统记录、市场信息来源，或明确标注为假设。

Use this skill when

适用场景

a rep or PMM asks to be prepared for a named account, opportunity or meeting
the team is "up against" a named or unnamed competitor in one deal
someone wants to know what matters before the next call with this account
a deal has stalled and the team wants to understand the competitive picture in it
a request bundles deal prep with one objection or a proof ask - take the account, and route the pieces that belong elsewhere (Step 10)

销售代表或PMM需要为指定客户、交易机会或会议做准备
团队在某笔交易中要对阵已知或未知的竞争对手
有人想了解下次与该客户通话前的关键注意事项
交易陷入停滞，团队需要理清其中的竞争格局
请求中同时包含交易筹备和单个异议处理或佐证需求——先处理客户相关的筹备部分，其余内容转至对应流程（步骤10）

Do not use this skill when

不适用场景

the user has one live objection and needs words now. Use
```
competitive-objection-response
```
.
the user wants reusable guidance for many accounts against one competitor. Use
```
competitive-battlecard
```
.
the main job is designing or responding to a formal evaluation - a POC, POV, or RFP with stated criteria. Use
```
competitive-poc-rfp-plan
```
.
the user wants to understand a competitor in general rather than in this deal. Use
```
competitive-deep-dive
```
.
the user wants to know why deals like this are won or lost across many accounts. Use
```
competitive-win-loss-analysis
```
.

用户遇到单个实时异议，需要即时应答话术。请使用
```
competitive-objection-response
```
。
用户需要针对某一竞争对手、适用于多个客户的可复用指导。请使用
```
competitive-battlecard
```
。
核心任务是设计或响应正式评估——即有明确标准的POC、POV或RFP。请使用
```
competitive-poc-rfp-plan
```
。
用户想要了解某一竞争对手的整体情况，而非针对本次交易的情况。请使用
```
competitive-deep-dive
```
。
用户想要了解这类交易在多个客户中的输赢原因。请使用
```
competitive-win-loss-analysis
```
。

Required outcome

需达成的结果

For the one account in front of the user, answer:

Where does the deal stand, and what is the next event that matters?
Which competitors and alternatives are actually in this deal, on what evidence?
What has the buyer said they care about, in their words?
Which evaluation criteria are confirmed by the buyer, and which are the rep's assumptions?
Against those criteria, where is each competitor currently stronger or weaker?
What are the three questions the next meeting must answer?
What proof fits this account's stated concerns?
What are the risks, unknowns, and places the team is poorly positioned?
What changed recently on the competitor's side that this account would notice?
What should the team do before the meeting?

针对用户提供的单个客户，回答以下问题：

交易当前处于什么阶段，下一个关键节点是什么？
本次交易中实际存在哪些竞争对手和替代方案，依据是什么？
买方原话中提到他们关心哪些内容？
哪些评估标准是买方确认过的，哪些是销售代表的假设？
对照这些标准，各竞争对手目前的优劣势分别是什么？
下次会议必须解答的三个核心问题是什么？
哪些佐证材料适配该客户明确提出的顾虑？
存在哪些风险、未知项，以及团队处于劣势的环节？
竞争对手近期有哪些该客户可能注意到的变化？
团队在会议前需要做哪些准备？

Context acquisition

信息获取

Read

references/CONTEXT.md

and

references/INTERNAL.md

请阅读

references/CONTEXT.md

和

references/INTERNAL.md

。

Irreducible minimum

最低必要信息

home product
the account or opportunity

Retrieve before asking. When LMTY is connected it knows the home product and the tracked competitor set. When opportunity data is connected, the account name is enough to find the record; do not ask the user to paste stage, value or the competitor field.

The competitor is not an irreducible input. Retrieve it from the opportunity's competitor field, the calls, the notes, or the tracked set. If several are active and the request names none, show the observed set with the evidence for each - do not pick one.

If the account cannot be found in any connected source and the user has supplied nothing about it, ask one question: which account, or paste what you have. Then stop.

自有产品
客户或交易机会

先检索再询问。若已连接LMTY，系统会知晓自有产品和跟踪的竞争对手范围。若已连接交易机会数据，仅需客户名称即可找到对应记录；不要要求用户粘贴阶段、金额或竞争对手字段。

竞争对手不属于最低必要信息。可从交易机会的竞争对手字段、通话记录、备注或跟踪范围中检索。若有多个活跃竞争对手且请求中未指定，则列出所有已发现的竞争对手及对应依据——不要只选一个。

若在所有已连接的信息源中都找不到该客户，且用户未提供任何相关信息，则只问一个问题：是哪个客户，或粘贴你掌握的信息。然后停止后续操作。

Strongly preferred context

优先获取的信息

opportunity record: stage, value, segment, stakeholders, competitor fields, next step, dates of last update
recent calls and meeting notes for this account, with the buyer's wording
team communication about the account
current LMTY state, evidence and recent changes for each competitor in the deal
prior objections raised in this account and whether they were resolved
approved proof, references and customer examples
product usage or trial telemetry for this account, when permissioned

交易机会记录：阶段、金额、细分市场、利益相关方、竞争对手字段、下一步动作、最近更新日期
该客户近期的通话和会议记录，包含买方原话
团队关于该客户的沟通内容
当前LMTY状态、交易中各竞争对手的佐证信息及近期变化
该客户之前提出的异议及解决情况
已获批的佐证材料、参考案例和客户示例
授权范围内的该客户产品使用或试用遥测数据

Source priority for this job

信息来源优先级

what the buyer said, from calls and notes, for priorities and criteria
the opportunity record for state, stakeholders, and dates - with its last-updated dates
approved company proof for what can be claimed
current competitor evidence and LMTY state for the competitive picture
rep notes and team communication for assumptions and history, labeled as such
prior deal outcomes only when they exist and are labeled by representativeness

优先级和标准以通话和记录中买方的原话为准
交易状态、利益相关方和日期以交易机会记录为准，需标注最后更新日期
可宣称的内容以公司已获批的佐证材料为准
竞争格局以当前竞争对手佐证信息和LMTY状态为准
假设和历史情况来自销售备注和团队沟通，需明确标注来源
仅在存在过往交易结果且标注了代表性的情况下才可引用

Workflow

工作流程

Step 1 - Establish the deal state

步骤1 - 明确交易状态

From the opportunity record and the most recent call or note:

stage, and when it was last changed
proposed value and seat count, if recorded
stakeholders named so far, with roles as recorded
the next critical event: a meeting, a security review, a procurement deadline, a bake-off
how current each of those is

State the date of the newest evidence. A record untouched for weeks describes the deal as it was; say so rather than presenting it as today.

基于交易机会记录和最新的通话或备注：

交易阶段及最近变更时间
拟议金额和席位数量（如有记录）
目前已确认的利益相关方及记录的角色
下一个关键事件：会议、安全审查、采购截止日期、方案比拼会
以上各项信息的时效性

需标注最新证据的日期。若记录已数周未更新，说明的是过去的交易状态；需明确说明这一点，不要将其表述为当前状态。

Step 2 - Identify who is actually in the deal

步骤2 - 明确实际参与竞争的主体

List every competitor or alternative with the evidence that puts it there:

named by the buyer on a call
in the opportunity's competitor field, with the date it was set
mentioned in notes or team channels
the status quo or "do nothing", when the buyer has said as much

A competitor the rep assumed is in the deal is an assumption. When several are active, keep all of them; when none is evidenced, say the deal's competitive set is unknown and what would establish it.

列出所有竞争对手或替代方案，并附上对应的依据：

买方在通话中提及的
交易机会竞争对手字段中记录的，需标注设置日期
备注或团队沟通渠道中提到的
维持现状或“什么都不做”的方案（若买方有相关表述）

销售假设存在的竞争对手属于假设项。若有多个活跃竞争对手，全部列出；若无证据表明存在竞争对手，需说明该交易的竞争范围未知，并明确需哪些信息来确认。

Step 3 - Extract buyer priorities in their own words

步骤3 - 提取买方原话中的优先级考量

Pull what the buyer said matters, quoted or closely paraphrased and labeled, with who said it and when.

Keep the buyer's framing. "If we can't get through the security review nothing else matters" is a priority statement; do not translate it into "security is a concern".

Note when different stakeholders said different things.

提取买方提及的关键内容，采用原文引用或高度转述的形式并标注来源，包括发言人和时间。

保留买方的表述逻辑。比如“如果我们通不过安全审查，其他一切都白搭”是优先级表述，不要简化为“安全是一个顾虑”。

若不同利益相关方的表述存在差异，需注明。

Step 4 - Separate confirmed criteria from rep assumptions

步骤4 - 区分已确认标准和销售假设

Build two lists:

Confirmed by the buyer: a criterion the buyer stated or a requirement they named
Assumed by the team: anything from rep notes, the CRM risk reason, or the user's framing that no buyer statement supports

When the record and the calls disagree - the CRM says price, the call says security review - show the conflict, say which source is stronger for the question, and do not blend them.

建立两个清单：

买方确认：买方明确提出的标准或要求
团队假设：来自销售备注、CRM风险原因或用户表述，但无买方陈述支撑的内容

若记录和通话内容不一致——比如CRM显示是价格问题，通话中提到的是安全审查——需说明冲突点，指出针对该问题哪个信息源更具可信度，不要将二者混合。

Step 5 - Map competitors to the criteria

步骤5 - 对照标准分析竞争对手

For each confirmed criterion, and each competitor in the deal, state from current evidence:

where the competitor is stronger
where the home product is stronger, with approved proof
where neither is established - unknown, not "they don't have it"

Use LMTY evidence with its confidence and date. A capability not observed on a competitor's public site is not a gap. Say what would check it.

针对每一项已确认的标准，以及交易中的每一个竞争对手，基于当前证据说明：

该竞争对手的优势所在
自有产品的优势所在，并附上已获批的佐证
双方均未被证实的情况——标注为未知，而非“他们没有这个能力”

使用LMTY证据时需标注置信度和日期。未在竞争对手公开网站上观察到的功能不代表其存在短板，需说明可通过哪些方式验证。

Step 6 - Name the three questions the next meeting must answer

步骤6 - 明确下次会议必须解答的三个核心问题

Not discovery questions in general: the three things that, unanswered, leave the team unable to position. Typically:

which requirement is hard and which is preference
who decides, and against what
what the buyer has already concluded about a competitor and from what

Each should change what the team does next.

不是泛指的需求挖掘问题，而是指如果得不到解答，团队就无法精准定位的三个关键问题。通常包括：

哪些是硬性要求，哪些是偏好性要求
谁是决策者，决策依据是什么
买方对某一竞争对手已有什么结论，依据是什么

每个问题的答案都应能改变团队后续的行动方向。

Step 7 - Prepare likely objections, only when grounded

步骤7 - 准备可能的异议（仅在有依据的情况下）

Include an objection only if this account raised it, or repeated evidence across a stated number of similar deals shows it. Label which.

For each: the buyer's words, the verified premise, a short posture, and what not to claim. For a full treatment of one objection, hand off to

competitive-objection-response

Do not generate a list of objections the competitor "usually" draws from memory.

仅当该客户曾提出过某异议，或有明确数量的同类交易的重复证据表明该异议可能出现时，才将其列入。需标注异议的来源类型。

针对每个异议，需包含：买方原话、已验证的前提、简要应对立场，以及不可宣称的内容。如需针对单个异议的完整应对方案，转至

competitive-objection-response

。

不要凭记忆生成竞争对手“通常”会引发的异议清单。

Step 8 - Select proof that fits this account

步骤8 - 筛选适配该客户的佐证材料

Match approved proof to the confirmed criteria:

documentation for a stated requirement
a customer reference in the same segment or with the same concern, only from the approved list
a measured outcome relevant to a named priority

Name what proof is missing for a confirmed criterion. Do not fill it with a plausible story.

将已获批的佐证材料与已确认的标准进行匹配：

对应明确要求的文档资料
同细分市场或有相同顾虑的客户参考案例（仅限已批准清单内）
与指定优先级相关的可衡量成果

需明确已确认标准中缺少哪些佐证材料，不要用看似合理的故事来填补。

Step 9 - Risks, unknowns, and where the team is exposed

步骤9 - 风险、未知项及团队劣势

Be plain:

requirements the competitor meets and the home product does not, or not yet verified
stakeholders unmet or unheard
a stale record, a champion who went quiet, a review not started
assumptions the plan currently rests on
anything that suggests the deal may be a poor fit

A prep that has no risks section has not been done.

需直白说明：

竞争对手满足但自有产品不满足，或尚未验证的要求
未接触或未听取意见的利益相关方
记录过时、内部支持者失联、审查未启动
当前计划依赖的假设
任何表明该交易可能适配性不佳的情况

没有风险部分的筹备方案是不合格的。

Step 10 - Recommend preparation, and hand off the rest

步骤10 - 给出筹备建议，其余内容转办

Give a short checklist: what to verify, what to bring, who to involve, what to ask first. Actions, not a guaranteed path to a close.

Route what is not this job:

The user also wants	Run
words for one objection right now	`competitive-objection-response`
a reusable card for this competitor	`competitive-battlecard`
the design of the POC, POV or RFP	`competitive-poc-rfp-plan`
a full profile of the competitor	`competitive-deep-dive`
why we win or lose deals like this in general	`competitive-win-loss-analysis`

提供一份简短的检查清单：需要核实什么、准备什么材料、邀请哪些人参与、首先问什么问题。给出行动项，而非保证成单的路径。

不属于本工作范畴的内容按以下方式转办：

用户同时需要	调用
单个异议的即时应答话术	`competitive-objection-response`
针对该竞争对手的可复用竞争卡	`competitive-battlecard`
POC、POV或RFP的设计	`competitive-poc-rfp-plan`
竞争对手的完整资料	`competitive-deep-dive`
这类交易整体输赢的原因分析	`competitive-win-loss-analysis`

Step 11 - Produce the artifact

步骤11 - 生成交付物

Use

assets/deal-prep-template.md

Return it inline, then offer to save it. Keep account detail to what the team needs; this document travels.

使用

assets/deal-prep-template.md

模板。

直接返回内容，然后询问是否需要保存。客户细节仅保留团队所需的内容；该文档会在内部流转。

Evidence and reasoning rules

证据与推理规则

Read

references/TRUST.md

and

references/METHODOLOGY.md

Especially for deal prep:

the buyer's words outrank the rep's notes for what the buyer wants
a CRM field is what was recorded, on the date it was recorded
a competitor is in the deal when evidence puts it there, not when it is the usual suspect
unknown is a state; write it, and what would resolve it
one prior deal is one prior deal
private account data stays in this artifact; it does not become a market claim anywhere else
a source's interpretation - the rep's risk reason, LMTY's implication sentence, an interviewer's paraphrase - is quoted as that source's

请阅读

references/TRUST.md

和

references/METHODOLOGY.md

。

针对交易筹备的特别规则：

关于买方需求，买方原话的优先级高于销售备注
CRM字段的内容为记录时的信息，需标注记录日期
仅当有证据表明竞争对手参与交易时才将其列入，而非因为对方是常见竞争对手
未知是一种明确状态；需标注为未知，并说明解决方式
一次过往交易仅代表一次个案
客户私密数据仅保留在本交付物中；不得在其他任何地方作为市场论断使用
信息源的解读——包括销售的风险原因、LMTY的推断语句、访谈者的转述——需标注为该信息源的观点

Graceful fallback

降级适配方案

Read

references/DEGRADATION.md

and

references/LMTY.md

请阅读

references/DEGRADATION.md

和

references/LMTY.md

。

Fully connected

全连接模式

Deal state from the record, priorities from the calls, competitive picture from LMTY, proof from approved sources.

交易状态来自记录，优先级来自通话内容，竞争格局来自LMTY，佐证材料来自已批准来源。

LMTY connected, no deal context

已连接LMTY，无交易背景

The user supplies the account situation. Prepare from what they give and current market state. Label every buyer priority as reported by the user, and say the prep has no independent view of the account.

由用户提供客户情况。基于用户提供的信息和当前市场状态进行筹备。所有买方优先级均标注为用户提供，且需说明本筹备方案未掌握该客户的独立信息。

Deal context connected, no LMTY

已连接交易背景，无LMTY

Deal state and priorities from internal sources; competitor facts from current public evidence, point-in-time, with dates. Say there is no tracked history.

交易状态和优先级来自内部来源；竞争对手信息来自当前公开证据，为特定时间点的信息，需标注日期。需说明无跟踪历史数据。

Research mode

调研模式

Neither connected. Prepare from what the user supplies and public evidence. State that the prep rests entirely on the user's account of the deal.

两者均未连接。基于用户提供的信息和公开证据进行筹备。需说明本筹备方案完全依赖用户对交易的描述。

Bounded-input mode

有限输入模式

Use only the supplied material, and say so at the top. Do not add competitor facts, proof, or deal history from memory. Where the material cannot answer a question the meeting needs, write the question, not a guess.

仅使用提供的材料，并在开头明确说明。不要凭记忆添加竞争对手信息、佐证材料或交易历史。如果材料无法解答会议需要的某个问题，列出该问题即可，不要猜测。

References

参考文件

```
references/CONTEXT.md
```
```
references/DEGRADATION.md
```
```
references/INTERNAL.md
```
```
references/LMTY.md
```
```
references/METHODOLOGY.md
```
```
references/QUALITY.md
```
```
references/TRUST.md
```

```
references/CONTEXT.md
```
```
references/DEGRADATION.md
```
```
references/INTERNAL.md
```
```
references/LMTY.md
```
```
references/METHODOLOGY.md
```
```
references/QUALITY.md
```
```
references/TRUST.md
```